implementation of change

8/2/2019 Implementation of Change

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Cheese is a metaphor forwhatever is important to you-the way you do your job,relationships with other people,health, peace of mind, etc.


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The Quicker You Let

Go Of Old Cheese TheSooner You Find NewCheese


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Once people are convinced thatchange is necessary, and thatthe change vision is the right

one, its time to move forwardwith implementation.


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PROBLEMS

Rarely proceeds smoothly.

No step by step march to

envisioned future.

Mistakes are made. External Factors upset

schedules.

Key people quit or

transferred. Different groups forget to

communicate with each

other.

StartX

Success


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Implementation Problem

Implementation took more time than originally

allocated.

Coordination of implementation activities was not

effective enough.

Capabilities(skill and abilities) of employees involved

with the implementation were not sufficient.

Training and instruction given to lower level employees

were not adequate.

Insufficient supportfor change or unclear goals.


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Odds of

Success

1. Support&

involvementof key

people

2. Craft asolid plan

3. Consistentbehaviors

4. Developenabling

structures

5. Celebratemilestone

success

6. Communicaterelentlessly


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Enlist the support andinvolvement of Key People

Managers

&

Employees

whom

others

respect

Individuals

with key

technical

skills

People

with access

to vital

resources

Informal

leaders to

whom

people

naturally

turn for

direction &

advice.


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Effective Team of Change Makers

Are enough of your companys key players members of the

team?

Does member of the team have:

Relevant expertise to do thejob and make intelligent decisions?

Range of perspectives and disciplines to do the job and make

intelligent decisions?

Sufficient credibilityso that employees and management will

treat its decisions seriously?

Demonstrated leadership skills?

Capable of forgoing their personal immediate interests in

favour of the larger organizational goal?


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Who should not be on team

People with big egos: Leave no space for anybody else to participate or

contribute.

Dont always understand their own limitations & how it

can be complemented by the strengths of others.

Snakes:

A kind of person who secretly poisons relationships

between team members.

Reluctant Players:

Lack either time or enthusiasm to provide energy to

team.

Keeping them away may be difficult as some of them may

have expertise or power team needs.


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Craft an Implementation plan

Its simple

Its created by people at all affected levels

Its structured in achievable chunks

It specifies roles and responsibilities

Its flexible

What , When and How to do it


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Support the plan with consistentBehaviors and Messages

Inconsistency in behavior & messagesend a damaging message- that

management is either not serious

about implementing change or unwillingto do its part.


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Develop Enabling Structures

Reward systems :

Adopt behaviors that produce rewards, and

abandon those that are not rewarded.

Reward system must be aligned with the desired

behaviors.

Pilot programs :

- Grapple with implementation and its problems ona smaller, more manageable scale.

- Test beds

- easier and less risky

Training programs:- Motorola and General Electric : quality initiatives.

- Xerox :companywide benchmarking program in the mid-1980s.


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Celebrate Milestones

Change initiatives can be long and frustrating.

Celebrating a series of short-term wins can:

Neutralize skepticism

Provide evidence that peoples sacrifices and hard

work are paying off

Help retain the support of senior management

Keep up the momentum

Boost morale


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Celebrate short term wins

Treat change participants to a catered lunchandbring in an outside speaker who can talk about his or

her companys success in doing something similar.

Have a picnic.

Take the afternoon off for a softball game. Recognize the deeds of exceptional contributors.


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Communicate Relentlessly

Specify the nature of change: how the change will affect customer satisfaction, quality, market

share or sales.

Explain why: reasons

Explain the scope of the change even if it becomes badnews: No sugarcoating( layoffs)

Develop a graphic representation of the change project

that people can understand and hold in their heads.

Flowchart, graphic image Predict negative aspects of implementation


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Communicate Relentlessly

Explain the criteria for success and how it will be

measured

Measure progress as you move forward and then communicate

that progress.

Explain how people will be rewardedfor success.

Repeat, repeat & repeat the purpose of change and

actions

Communication styles that is appropriate for audience.

Dedicated newsletters, events, e-mails, presentations.

Make communication a two-way proposition.

Be a poster boy or poster girl for

the change program.


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Consultants

With respect to

change initiative:

ExpertConsultants

ProcessConsultants

Help to shape context of change:

Which strategy needs to change?Which Structure?Which Systems?

Recommend processes formaking change happen &

implement them.


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Consultants modus operandi

Diagnosis

Capabilities assessment

Strategy development.

Implementation

E l


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Example- Introducing IT servicemanagement course

Urgency: increase in demand of ITIL & PRINCE2. Powerful change group to guide the change. Team

structure is built & is ensured they have sufficient

power to achieve derived change.

Vision is developed. Communication of vision.

Role model the vision.

Empower the staff.

Removing the policies and process that resist change.

Create short term wins.

Wins Rewarded

Change embedded into culture.


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implementation of change

Documents